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The changing nature of the HR function in UK local government and its role as “employee champion”
16 references·2 citing·36 second hop
The changing nature of the HR function in UK local government and its role as “employee champion” (2007)The changing nature of the HR function in…Strategy and Human Resource Management (2016)Strategy and Human Resource M…The HR department's role in organisational performance (2005)The HR department's role in o…Inside the Workplace: First Findings from the 2004 Workplace Employment Relations Survey (2005)Inside the Workplace: First F…The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties (2003)The Changing Roles of Personn…Line manager involvement in HRM: an inside view (2003)Line manager involvement in H…Devolving HR responsibility to the line (2003)Devolving HR responsibility t…Qualitative data analysis for applied policy research (2002)Qualitative data analysis for…All Change at Work? (2002)All Change at Work?Complexities and Controversies in Linking HRM with Organizational Outcomes (2001)Complexities and Controversie…Human resource management ‐ the workers' verdict (1999)Human resource management ‐ t…Human resource management on the line? (1997)Human resource management on …Human resource champions (1996)Human resource championsApplications of case study research (1993)Applications of case study re…Developments in the Management of Human Resources (1988)Developments in the Managemen…HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1] (1987)HUMAN RESOURCE MANAGEMENT AND…Evaluating the Personnel Function (1986)Evaluating the Personnel Func…How can we build human resources (HR) that deliver value? A systematic literature review of traditional and transformational HR roles (2023)How can we build human resour…The devolution of HRM to middle managers in the Irish health service (2010)The devolution of HRM to midd…EFFECTS OF HUMAN RESOURCE SYSTEMS ON MANUFACTURING PERFORMANCE AND TURNOVER. (1994)Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry (1995)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)The influence of age on the associations between HR practices and both affective commitment and job satisfaction: A meta‐analysis (2009)High-Performance Work Systems and Job Control (2011)The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit (2011)A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings (1985)The System of Professions (1988)The changing face of HRM: in search of balance (2006)Reinventing human resource management: Business partners, internal consultants and the limits to professionalization (2008)A theory of human motivation. (1943)Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover. (1984)The Fair Wage-Effort Hypothesis and Unemployment (1990)A competence‐based and multidimensional operationalization and measurement of employability (2006)Human resource management and performance: still searching for some answers (2011)Introduction to Case Study (1997)Social Capital: A Missing Link to Disaster Recovery (2004)Using Numbers in Qualitative Research (2010)Qualitative methods for health research (2009)Can I use TA? Should I use TA? Should I not use TA? Comparing reflexive thematic analysis and other pattern‐based qualitative analytic approaches (2020)Conceptual and design thinking for thematic analysis. (2021)Making the link between work-life balance practices and organizational performance (2008)Doing more with less? Flexible working practices and the intensification of work (2009)Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case (2011)Learning orientation and market orientation (2005)Human Resource Systems and Helping in Organizations: A Relational Perspective (2011)Corporate social responsibility and human resource management: A systematic review and conceptual analysis (2016)High Commitment Management in the U.K.: Evidence from the Workplace Industrial Relations Survey, and Employers' Manpower and Skills Practices Survey (1998)'Best practice' human resource management: perfect opportunity or dangerous illusion? (2000)‘Intended’ and ‘implemented’ HRM: the missing linchpin in strategic human resource management research (2006)The Oxford Handbook of Human Resource Management (2008)Beyond strategic human resource management: is sustainable human resource management the next approach? (2013)Human resource management and employee well‐being: towards a new analytic framework (2017)Targeting innovation and implications for capability development (2004)HRM and performance: what next? (2005)Prioritization of human capital measurement indicators using fuzzy AHP (2006)
this work references cited by second hop

References

  • 1993Applications of case study research7,853 cited
  • 2002Qualitative data analysis for applied policy research4,965 cited
  • 2016Strategy and Human Resource Management1,535 cited
  • 1987HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1]1,352 cited
  • 1988Developments in the Management of Human Resources684 cited
  • 1996Human resource champions642 cited
  • 2005Inside the Workplace: First Findings from the 2004 Workplace Employment Relations Survey554 cited
  • 1999Human resource management ‐ the workers' verdict529 cited
  • 2001Complexities and Controversies in Linking HRM with Organizational Outcomes374 cited
  • 2003The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties344 cited
  • 2002All Change at Work?320 cited
  • 2003Devolving HR responsibility to the line271 cited
  • 1997Human resource management on the line?267 cited
  • 2003Line manager involvement in HRM: an inside view248 cited
  • 2005The HR department's role in organisational performance235 cited
  • 1986Evaluating the Personnel Function209 cited

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Cited by

  • 2010The devolution of HRM to middle managers in the Irish health service37 cited
  • 2023How can we build human resources (HR) that deliver value? A systematic literature review of traditional and transformational HR roles35 cited